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Emilio Diaz Morales 

Chapter Seven – Happiness


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When you don’t have a happy work environment the team gets frustrated, even breaks, and the project suffers.

Since the very beginning of my professional career I jump to projects where the team is the essence to make the products or services successful outside the workplace. Also, one of my main paths in my recent studies is innovation and entrepreneurship where the applied methodologies are very similar to Agile methodologies like Scrum. In order to launch a new product or service that has never been done in this way before we need to build a team that challenges themselves but also an environment where the teams feel comfortable, special and with a purpose or as the book mentions with autonomy, mastery and a purpose (Sutherland, 2014). 

I’m currently working with a Startup and the objective of their service is to fuel culture via internal performance reviews and employee recognition with the final objective to create a happy place (HelloTeam, n.d.). Many of the data that the research we have found that has shocked me and why I have choose to read this book but also to be more interested in belonging to a happy place is the following:

“People who identify as “happy” with their jobs are 20% more productive, and highly engaged workplaces are 21% more profitable with 31% less turnover”

These numbers are something that the top-management is looking for, productivity and profit is the objective for most of the companies and the rotation costs a lot to the companies, so if they reduce it the more profit for the company. 

From my experience, the most important reason why I think that happiness is important is because the team can become fragile. In this kind of team, as in agile, I can see this when a person is not comfortable in the environment when they are just delivering the job that has been asked to do, without any feedback or improvement for the future of the project. The daily standup meeting can help to mitigate this problem, being worried not only about the project or customer, but to the whole stakeholders, including the employees. 

In the book it is shown that making everything visible helps to achieve this objective, the happiness, showing all the salaries, all the books, all the accounting (Sutherland, 2014). It make sense that in one of the the most happy countries according to the World Happiness Report 2021, Finland, has an initiative to make law to show all the salaries of the companies with the objective to avoid problems to build happiest people, and also to reduce the gender gap in salaries which is from 17% in this country (Lehto, 2021).

Also, in innovation, when the company is looking for funding the recommendation is to keep all the data of the company open for employees (Sutherland, 2014) this will help not only to make them more productive but also to let everyone be aware of their role in the company. 

Happiness is essential in agile to build productive teams and in the current days it needs to be a priority for leaders to deliver a better experience. 



Emilio Diaz Morales


HelloTeam (n.d.). How to craft the perfect employee experience. E-book, HelloTeam Inc. Available at:

Lehto, E. (2021). Finland plans to let workers see colleagues’ salaries to close gender pay gap. Reuters. Available at:

Sutherland, J. (2014). Scrum: The Art of Doing Twice the Work in Half the Time. Doubleday Religious. ISBN 9780385346450.

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Zijing Gao 

Discussion 5


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In the chapter “The Way the World Works is Broken,” my main topic of interest is the need for change in the twenty-first-century business environment. Sutherland and Sutherland (2014) emphasize the need to change and adapt to gain competitive advantages that propel an organization forward in its operations rather than leading to failure. I would like to explore how to change and adapt as necessary steps for a team or company to gain competitive advantages in the market. 


Sutherland, J., & Sutherland, J. V. (2014). The Way the World Works is Broken. In Scrum: The art of doing twice the work in half the time. Currency. 

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Danyun Li 



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I want to choose chapter 6 ”Plan Reality, Not Fantasy” because in agile management, it is important to recognize the reality of the situation and adapt to changes along the way. One of the most common ways to seek increased productivity is through planning. Some teams do this by following the advice of the certificators, while others simply take what they find useful from the book and hope it will help. Either way, in my opinion, is fine, as long as you don’t blindly follow a set of rules without really understanding their purpose. Detailed plans tend to fall apart when they meet reality. The detailed plan is too rigid to adapt to the relevant changes in the environment along the way. So Jeff encouraged us to learn to expect change. This expectation will inspire discoveries and new ideas. I think the way to solve this problem is to occasionally stop what you’re doing and review what you’re doing. Consider whether the approach you are taking is still working and whether you could have done better.

Sutherland, J., & Sutherland, J. J. (2014). Scrum: The art of doing twice the work in half the time (1st ed.). New York, NY: Crown Business Publishing.

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